Models of Organisation Behaviour

Organizational Behaviour (OB) models describe how individuals and groups interact within organizations. These models help managers understand employee motivation, productivity, and satisfaction. Each model reflects different assumptions about people and management practices. The major models of OB include the Autocratic, Custodial, Supportive, Collegial, and System Models. These models evolved over time, shifting from authority-based management to employee-centered approaches. Understanding these models enables organizations to create healthy work environments, enhance teamwork, and improve performance. Managers can select or blend models depending on organizational culture, leadership style, and employee needs to achieve overall efficiency and harmony.

Models of Organisation Behaviour:

• Autocratic Model

The autocratic model of organizational behaviour is based on authority and power. In this model, the manager has complete control and makes all decisions, while employees are expected to obey instructions without question. The main assumption is that workers are lazy and need close supervision to perform. The basis of this model is the manager’s formal authority, and employee orientation is toward obedience rather than motivation. While this model may ensure discipline and quick decision-making, it often results in low morale, high absenteeism, and employee dissatisfaction. It is effective only in situations requiring strict control or where workers lack experience. Over time, organizations have shifted from this model as employees increasingly value participation, autonomy, and recognition in their roles.

• Custodial Model

The custodial model focuses on providing economic security and welfare benefits to employees. It developed as a response to the limitations of the autocratic model. Here, the organization acts as a “custodian,” offering job security, benefits, and a comfortable work environment in exchange for employee loyalty and dependency. The basis of this model is the organization’s financial resources, not managerial authority. Employees feel secure but may lack motivation beyond material satisfaction. While it reduces dissatisfaction and turnover, it may also limit creativity and initiative. The custodial approach is common in large corporations offering pensions, insurance, and welfare programs. Though it improves employee welfare, it often creates passive employees who are content but not necessarily motivated to achieve higher productivity or innovation.

• Supportive Model

The supportive model emphasizes leadership and motivation rather than authority or benefits. It assumes that employees want to contribute meaningfully to organizational success. Managers focus on supporting employees’ growth, encouraging participation, and recognizing achievements. The basis of this model is leadership, not power or money. Employees are motivated by job satisfaction and a sense of belonging rather than fear or security. This model promotes open communication, teamwork, and innovation. It transforms the manager’s role from a boss to a coach or facilitator. The supportive model is particularly effective in organizations that value human relations and employee empowerment. It leads to higher morale, motivation, and productivity. However, its success depends heavily on the quality of leadership and the organizational culture’s commitment to employee development.

• Collegial Model

The collegial model is based on partnership between management and employees. It assumes that employees are responsible and capable of self-direction. The key idea is teamwork and shared responsibility, where managers act as team leaders rather than bosses. The basis of this model is participation and collaboration. Employees feel needed and take ownership of organizational goals. Motivation arises from self-discipline, involvement, and recognition as contributing partners. This approach encourages creativity, cooperation, and professional growth. It is often seen in modern organizations emphasizing empowerment, decentralized decision-making, and strong interpersonal relationships. While the collegial model builds commitment and high morale, it requires a mature workforce and open culture. Without mutual trust and communication, its effectiveness may decline. Overall, it represents a progressive shift toward participative management.

• System Model

The system model is the most modern and holistic approach to organizational behaviour. It views the organization as an interconnected system composed of people, processes, and structures working toward common goals. The focus is on trust, community, and shared values. Managers act as mentors who foster psychological and emotional well-being along with performance. The basis of this model is mutual trust and motivation through meaning and purpose. Employees are treated as integral parts of the system whose growth aligns with organizational success. It promotes self-motivation, innovation, and continuous improvement. The system model integrates social, psychological, and economic needs of employees. It creates a culture of transparency, flexibility, and mutual respect. Though complex to implement, it produces highly committed, creative, and adaptive employees essential for dynamic business environments.